Assumptions in Leadership
When we make correct assumptions as leaders and everything goes according to plan, we are praised for having the foresight and knowledge to handle situations. When stuff starts going wrong, and we start reflecting on where and how it went wrong, assumptions inevitably end up being spotlighted. The common phrase of “you know what happens when you assume things” gets thrown out there and everyone stops listening. I don’t particularly like this phrase because assumptions are built in our day to day lives. Assumptions, like many things, can be good or bad. Our brain assumes things based on our past experiences and makes very quick decisions based on those assumptions. It’s a built-in time saving mechanism that allows us to react quickly, and most of the time, accurately.
Although not all assumptions are bad, I do want to highlight where I have made some faulty assumptions in my leadership path. As I stated before, we get our assumptions from our past experiences. In my past experiences I had some great leaders that imparted a lot of wisdom and knowledge on me. They were great communicators of their vision and I found it easy to be a part of the journey. I’ve also had ‘leaders’ that did little to build me, but I learned from them, nonetheless.
The different types of leaders that you have encountered have shaped your assumptions as a leader today. Some of the things you subconsciously picked up along the way from those leaders just made their way into your current leadership style. Maybe you didn’t learn it in the traditional sense of classroom learning, but just from being exposed to it. This is where assumptions start getting tricky.
As a First Sergeant, one of my platoon sergeants (PSGs) who was relatively new to the position, was still learning the dynamics of managing over 10 Non-Commissioned Officers (NCOs). One of the NCOs within his platoon was doing all the right things for Army development: attending boards, volunteering for things inside and outside of work, completing college courses with an outstanding GPA, and scoring high on the physical fitness test. On paper, this NCO was crushing it. Much to my surprise, when I was about to circle “yes” to go to the promotion board, I was floored when the Platoon Sergeant said “no”. I couldn’t believe what I heard, but I took him at his word that the NCO wasn’t quite showing the potential needed to move on to the next rank. My assumptions got in the way.
Likewise, the PSGs assumptions got in his way. There were things that the NCO wasn’t doing that seemed like common NCO matters. The PSG assumed that the NCO knew what needed to be done but wasn’t doing it. Then I finally sat down with the NCO and, just as I had suspected, she wasn’t aware of some of the implied tasks. A month or two after that conversation, wouldn’t you know it, she was ready for the board!
As you can see, there are a lot of assumptions in this example to unpack. Going back to my former leaders, one thing I want to highlight is that not everyone was taught the way I was taught. One thing Mike Burke always talked about with the First Sergeants was perspective. Your perspective and experiences are as unique to you as mine are to me. We as leaders need to stop assuming people have the same knowledge that we have. I’m not saying talk to people like they are clueless. Communicate the intent and ask people if they have any questions. A rule of thumb that I have before ending any conversation is asking, “is there anything I can do for you to be more successful?” People will be honest and more willing to be open.
Here is my challenge for you this week, leaders. Do you have frustration with junior leaders because they don’t know what they are doing? Why do you think that is? Are you making assumptions about what they should and shouldn’t know based on YOUR past experiences? Go out there and communicate with your teams and you will find that your assumptions make an a… you get the point.
~Rey